Buyer’s Checklist: Top tips for buyers who are looking to become business owners.
January 21st, 2010
Tip #1: Give yourself a reality check.
Do you have the courage to take the entrepreneurial leap? Forget about the cozy comfort of the corporate environment where you can have someone else take out the trash, clean the bathroom, get your coffee, pick up your dry cleaning, etc. The buck stops with you, and you will be taking 100% responsibility for everything.
Do you have adequate working capital for one or more years? If you are a start-up, you may not see a return on investment for a few years. If you are buying an existing business, the best laid plans of mice and men can sometimes become undone. Most, if not all, undercapitalized businesses will fail eventually. I have seen some fail in months while others have a painful death of years.
Have I gotten your attention with my cautionary tales? Remember that buying a business can be the most fulfilling, yet the most challenging, experience of your life. It’s best to be prepared about what you may experience because that preparation will likely be the key to your success.
Tip #2: Learn the upside of hiring independent contractors.
In your new business, do you want to manage employees or just yourself? Using independent contractors is a great way to operate a business if you are sure they will perform to your expectations and standards. Managing employees often forces you to worry about issues dealing with health insurance, retirement benefits, employment tax, workers’ compensation, overtime, etc.
As stated by the IRS, three characteristics are used to determine the relationship between businesses and workers: Behavioral Control, Financial Control, and the Type of Relationship.
- Behavioral Control: Covers facts that show whether the business has a right to direct or control how the work is done through instructions, training or other means.
- Financial Control: Covers facts that show whether the business has a right to direct or control the financial and business aspects of the worker’s job.
- Type of Relationship: Relates to how the workers and the business owner perceive their relationship.
Tip #3: Step back and observe.
Do you know what your strengths and weaknesses are? Are you strong at selling, strong in finance, strong in operations, strong in marketing, strong in supervision, strong in organization, strong in customer service, strong in planning, etc.? It is highly unlikely that you can do all the preceding well. When you purchase a business, it’s important to understand exactly how you will fill in the blanks with other resources.
My best advice is the old adage: If it’s not broken, don’t fix it! Would you be able to leave a business alone that is not broken for at least 3 months after the purchase? It’s important for you to take the time to observe from the inside how the business operates and examine where there’s room for improvement. If you don’t do this, you risk the possibility of self-destructing, scaring off your loyal customers and running off your employees.
During your 3-month observation period, I encourage you to have regular meetings with your staff and keep the communication open. Solicit their advice, counsel and suggestions for improvement and positive change as they see it. Then, as you make changes, be sure to explain why you are “trying them out” to see if things improve. If they don’t, put your ego aside, admit your mistake and return to the basics. A little humility goes a very long way.
Tip #4: Create strategic alliances.
Are you willing to create strategic alliances to protect the health of your business? I encourage you to regularly share your financial statements with your banker, CPA and attorney. Your banker can give you a line of credit, your CPA can give you excellent tax advice and help you understand the numbers, and your attorney can help you avoid litigation or any other worst-case legal scenarios.
As a business owner, would you be able to admit when you have made a mistake? Are you willing to take full responsibility for it and do whatever is necessary to correct it? If you stay in denial until the bitter end, there may be no way to recover from your error. This is probably the most important thing to remember: You will not have a boss leaning over you to correct you. If you do not work with your strategic partners to keep your business running smoothly from the inside out, it may prevent you from achieving the highest level of success.
Author’s note. After helping sellers and buyers for more than 20 years, I have found that honesty, integrity, full disclosure, patience and a willingness to consider various alternatives makes the probability of success for all parties very high.
Tags: Business Broker, Business Consulting, Buy a Business, Buying a Business
Tip #1: Give yourself a reality check.
Do you have the courage to take the entrepreneurial leap? Forget about the cozy comfort of the corporate environment where you can have someone else take out the trash, clean the bathroom, get your coffee, pick up your dry cleaning, etc. The buck stops with you, and you will be taking 100% responsibility for everything.
Do you have adequate working capital for one or more years? If you are a start-up, you may not see a return on investment for a few years. If you are buying an existing business, the best laid plans of mice and men can sometimes become undone. Most, if not all, undercapitalized businesses will fail eventually. I have seen some fail in months while others have a painful death of years.
Have I gotten your attention with my cautionary tales? Remember that buying a business can be the most fulfilling, yet the most challenging, experience of your life. It’s best to be prepared about what you may experience because that preparation will likely be the key to your success.
Tip #2: Learn the upside of hiring independent contractors.
In your new business, do you want to manage employees or just yourself? Using independent contractors is a great way to operate a business if you are sure they will perform to your expectations and standards. Managing employees often forces you to worry about issues dealing with health insurance, retirement benefits, employment tax, workers’ compensation, overtime, etc.
As stated by the IRS, three characteristics are used to determine the relationship between businesses and workers: Behavioral Control, Financial Control, and the Type of Relationship.
- Behavioral Control: Covers facts that show whether the business has a right to direct or control how the work is done through instructions, training or other means.
- Financial Control: Covers facts that show whether the business has a right to direct or control the financial and business aspects of the worker’s job.
- Type of Relationship: Relates to how the workers and the business owner perceive their relationship.
Tip #3: Step back and observe.
Do you know what your strengths and weaknesses are? Are you strong at selling, strong in finance, strong in operations, strong in marketing, strong in supervision, strong in organization, strong in customer service, strong in planning, etc.? It is highly unlikely that you can do all the preceding well. When you purchase a business, it’s important to understand exactly how you will fill in the blanks with other resources.
My best advice is the old adage: If it’s not broken, don’t fix it! Would you be able to leave a business alone that is not broken for at least 3 months after the purchase? It’s important for you to take the time to observe from the inside how the business operates and examine where there’s room for improvement. If you don’t do this, you risk the possibility of self-destructing, scaring off your loyal customers and running off your employees.
During your 3-month observation period, I encourage you to have regular meetings with your staff and keep the communication open. Solicit their advice, counsel and suggestions for improvement and positive change as they see it. Then, as you make changes, be sure to explain why you are “trying them out” to see if things improve. If they don’t, put your ego aside, admit your mistake and return to the basics. A little humility goes a very long way.
Tip #4: Create strategic alliances.
Are you willing to create strategic alliances to protect the health of your business? I encourage you to regularly share your financial statements with your banker, CPA and attorney. Your banker can give you a line of credit, your CPA can give you excellent tax advice and help you understand the numbers, and your attorney can help you avoid litigation or any other worst-case legal scenarios.
As a business owner, would you be able to admit when you have made a mistake? Are you willing to take full responsibility for it and do whatever is necessary to correct it? If you stay in denial until the bitter end, there may be no way to recover from your error. This is probably the most important thing to remember: You will not have a boss leaning over you to correct you. If you do not work with your strategic partners to keep your business running smoothly from the inside out, it may prevent you from achieving the highest level of success.
Author’s note. After helping sellers and buyers for more than 20 years, I have found that honesty, integrity, full disclosure, patience and a willingness to consider various alternatives makes the probability of success for all parties very high.
Tags: Business Broker, Business Consulting, Buy a Business, Buying a Business
